[Blog]How to Keep “Coexistence” from Turning into Control — Practical Steps for Employers

2025-11-03

An article warns that multiculturalism, once rooted in inclusion, is increasingly being used as a tool of social control rather than mutual respect (Australia’s fragile multicultural consensus under threat). The idea of “social cohesion” can shift from enabling diverse people to live and work together, toward enforcing conformity for the sake of stability. For employers in Japan who hire foreign workers, especially under the Specified Skilled Worker program, this is not a distant issue. This article explains how to prevent “coexistence” from quietly turning into “control,” and offers concrete actions you can start today.

Why “Coexistence” Sometimes Turns into “Control”

Many workplaces are under pressure: needing to accept foreign workers due to labor shortages, while also wanting to avoid conflict and misunderstandings. Under these conditions, it can feel “safer” to introduce more rules, instructions, and lifestyle controls. But when rules become the focus, foreign workers shift from being “members of the team” to being “subjects of supervision.” That is when inclusion begins to slip into control.

The Real Goal Is Not Control — It’s Retention and Productivity

Strengthening control does not guarantee better retention or performance. In reality, as a worker’s sense of belonging and participation grows, turnover drops and workplace stability increases. In other words, instead of strengthening rules, the key is to strengthen participation. Here are five practical actions you can start immediately.

Five Practical “Co-Creation” Actions You Can Start Today

1. Make orientation interactive: When explaining workplace rules or daily life procedures, also ask: “How was this done in your previous workplace or home country?” Use differences as shared learning. 2. Pair rules with purpose and exceptions: For example, if a dorm has a quiet hour, clearly explain its purpose (rest for safety and performance) and provide a clear exception process for night-shift workers. 3. Create dual support channels: Provide not only a direct supervisor, but also an alternative support route such as HR or your Registered Support Organization. Schedule short monthly check-ins on-site. 4. Include foreign workers as formal members in workplace meetings: Assign them as representatives in safety, quality, or living-environment discussions. Record their suggestions and follow-up actions. 5. Shift guidance from punishment to analysis: Instead of “warning → reprimand → written pledge,” analyze causes together (language, signage, tools, culture, schedule) and improve the environment first.

Rethinking Support in the Specified Skilled Worker System

Support plans are not meant to “control daily life.” They are meant to design a balanced pathway for work, living, and learning. Opening bank accounts and accompanying city hall procedures are just starting steps. True support means helping workers gradually gain the ability to manage their own finances, healthcare access, taxes, and career planning.

Overcoming Language Barriers Through Design

Don’t rely only on “simplifying Japanese.” Instead, design tasks so they are understandable without long explanations: pictograms, step-by-step photos, short videos, and checklists. Teach in short, repeated steps at the moment the task is performed — and evaluate understanding through hands-on confirmation rather than written tests.

Three Ways to Prevent Cultural Differences from Turning into Conflict

1. Discuss potential differences early: food, religion, holidays, time-sense, daily habits. 2. Offer alternatives instead of bans: For example, instead of “no,” propose “how it can work.” 3. Use a neutral “translator”: HR or support organizations can clarify cultural assumptions and guide mutual agreements.

Retention Improves When Workers Participate

Performance reviews work better when they are two-way: (1) what the worker has learned, (2) what challenges remain, and (3) suggestions for improving the workplace. When even small suggestions are recognized or adopted, trust and commitment deepen naturally.

Shift from Penalties to Recovery-Based Responses

When issues arise (lateness, absence, phone usage, conflicts), standardize a response process: verify facts → understand context → identify environmental factors → agree on realistic prevention steps. If you create behavior agreements, frame them as “recovery and restart,” not punishment.

Conclusion: Coexistence Is Something We Design

The more we rely on control, the more stress and turnover appear. The key is to treat foreign workers not as people to be managed, but as colleagues who help shape the workplace. Interactive orientation, rules with purpose and flexibility, dual support channels, shared decision-making, environmental problem-solving, multilingual design, two-way evaluation, and recovery-based responses — these create a workplace that runs smoothly with fewer rules, not more. Coexistence is not about goodwill or tolerance. It is about designing a system that allows everyone to participate. When the design changes, retention, safety, and productivity all improve — quietly, steadily, and sustainably.